13/12_chap5

The product of the project has been completed and delivered to the customer by the team. They are informed by the customer that several of the deliverables are not acceptable, as they do not meet the requirements specified early in the project. The project manager and team review the requirements documentation, and are in agreement that the product deliverables meet the customer's requirements as they understand them. The project manager, who is new to the organization, seeks the advice of the project management office in determining what went wrong. After some discussion, the PMO realizes that the Validate Scope process was not performed appropriately by the project manager. Which of the following is a key output of the Validate Scope process?

• A more complete scope management plan

• Customer acceptance of project deliverables

• Requirements analysis

• Confirmation of the project scope statement

On an agile project, who is responsible for prioritizing the product backlog and keeping those priorities updated?

• The project manager

• The product owner or customer

• Any interested stakeholder

• The team leader

The work breakdown structure can best be thought of as an effective aid for communications.

• Team

• Project manager

• Customer

• Stakeholder

During project executing, a team member comes to the project manager because he is not sure what work he needs to accomplish on the project. Which of the following documents contains detailed descriptions of work packages?

• WBS dictionary

• Activity list

• Project scope statement

• Scope management plan

During which part of the project management process is the project scope statement created?

• Initiating

• Planning

• Executing

• Monitoring and controlling

The project is mostly complete. The project has a schedule variance of 300 and a cost variance of -900. All but one of the quality control inspections have been completed, and all have met the quality requirements. All items in the issue log have been resolved. Many of the resources have been released. The sponsor is about to call a meeting to obtain product validation when the customer notifies the project manager that they want to make a major change to the scope. The project manager should:

• Meet with the project team to determine if this change can be made.

• Ask the customer for a description of the change.

• Explain that the change cannot be made at this point in the process.

• Inform management.

Marketing has asked for a copy of the plan for your agile project, including the release dates and the key features to be included in each release. What will you send them?

• The team's product roadmap

• A photo of the team's Kanban board

• The first page of the product backlog

• The product owner's requirements hierarchy

The program was planned years ago, before there was a massive introduction of new technology. While planning the next project in this program, the project manager has expanded the scope management plan because as a project becomes more complex, the level of uncertainty in the scope:

• Remains the same

• Decreases

• Decreases then increases

• Increases

Your agile development team can't agree on the best approach to building the next product increment. As the project manager, how can you help them resolve this debate and move forward?

• Ask them to do a benchmarking study of the problem.

• Facilitate a team meeting to help them work through their differences.

• Ask to see some prototypes of the various options.

• Suggest that they take a vote and proceed with the winning approach.

To manage a project effectively, work should be broken down into small pieces. Which of the following does not describe how far to decompose the work?

• Until it has a meaningful conclusion

• Until it cannot be logically subdivided further

• Until it can be done by one person

• Until it can be realistically estimated